Colleen Pelly

You have to hire the seasonal employees. And that's how recruiting started. I sort of like fell into it in that way.

You have to hire the seasonal employees. And that's how recruiting started. I sort of like fell into it in that way.

You have to hire the seasonal employees. And that's how recruiting started. I sort of like fell into it in that way.

Yeah. I think the most fundamental building blocks example I can think of was Tesla. So they brought me in. I was the first Canadian recruitment or hiring TA employee. So they brought me in to sort of build the recruitment function. And I had this opportunity to take this very successful brand in the States at the time. And what does that look like for Canada?

Yeah. I think the most fundamental building blocks example I can think of was Tesla. So they brought me in. I was the first Canadian recruitment or hiring TA employee. So they brought me in to sort of build the recruitment function. And I had this opportunity to take this very successful brand in the States at the time. And what does that look like for Canada?

Yeah. I think the most fundamental building blocks example I can think of was Tesla. So they brought me in. I was the first Canadian recruitment or hiring TA employee. So they brought me in to sort of build the recruitment function. And I had this opportunity to take this very successful brand in the States at the time. And what does that look like for Canada?

And how do we create the same sort of function and culture, but make it unique to who we are and the way we operate? So That was a unique experience because the brand was so well-known. It was similar actually to Lululemon at the time where a lot of people wanted to work there. So it's not that finding people was challenging, but nothing was in place.

And how do we create the same sort of function and culture, but make it unique to who we are and the way we operate? So That was a unique experience because the brand was so well-known. It was similar actually to Lululemon at the time where a lot of people wanted to work there. So it's not that finding people was challenging, but nothing was in place.

And how do we create the same sort of function and culture, but make it unique to who we are and the way we operate? So That was a unique experience because the brand was so well-known. It was similar actually to Lululemon at the time where a lot of people wanted to work there. So it's not that finding people was challenging, but nothing was in place.

So I got this opportunity to kind of create structure and process and the high-level overview of what things could look like for this company as it grew in Canada.

So I got this opportunity to kind of create structure and process and the high-level overview of what things could look like for this company as it grew in Canada.

So I got this opportunity to kind of create structure and process and the high-level overview of what things could look like for this company as it grew in Canada.

Yeah. Their whole thing when you get hired was it's harder to get a job here than it is to get into Harvard. That's their whole sentence. And I don't know that the interview process felt like that. I don't know. I didn't go to Harvard, so I can't imagine that. But I would say it was a fairly standard interview process.

Yeah. Their whole thing when you get hired was it's harder to get a job here than it is to get into Harvard. That's their whole sentence. And I don't know that the interview process felt like that. I don't know. I didn't go to Harvard, so I can't imagine that. But I would say it was a fairly standard interview process.

Yeah. Their whole thing when you get hired was it's harder to get a job here than it is to get into Harvard. That's their whole sentence. And I don't know that the interview process felt like that. I don't know. I didn't go to Harvard, so I can't imagine that. But I would say it was a fairly standard interview process.

But the way they want you to feel and what they tried really hard to execute in their onboarding is like – congratulations, you're here. You're in this room and not a lot of people get to be in this room. So that was sort of like the vibe and it felt really good at the time. And then I learned a lot in that role and I was a part of a mass layoff.

But the way they want you to feel and what they tried really hard to execute in their onboarding is like – congratulations, you're here. You're in this room and not a lot of people get to be in this room. So that was sort of like the vibe and it felt really good at the time. And then I learned a lot in that role and I was a part of a mass layoff.

But the way they want you to feel and what they tried really hard to execute in their onboarding is like – congratulations, you're here. You're in this room and not a lot of people get to be in this room. So that was sort of like the vibe and it felt really good at the time. And then I learned a lot in that role and I was a part of a mass layoff.

So I spent years building this function and then they ended up essentially axing it and putting everything back in California.

So I spent years building this function and then they ended up essentially axing it and putting everything back in California.